Does CRM Technology Help in Achieving Sustainable Competitive Advantage?

• Authors: Bartosz Deszczyński

Title variants

PL

Czy technologie CRM prowadzą do osiągnięcia stabilnej przewagi konkurencyjnej?

Abstracts

PL

Cel: weryfikacja wpływu technologii informatycznych służących do zarządzania relacjami z klientami (Customer Relationship Management, CRM) na trwałą przewagę konkurencyjną przedsiębiorstw je wykorzystujących w świetle niejednoznacznych wyników dotychczasowych badań w tym zakresie. Metodologia: na podstawie systematycznego przeglądu literatury, w trakcie którego zweryfikowano 757 źródeł, określono konkretne wskaźniki wskazujące na sukces projektów wdrożeniowych CRM. Następnie przeprowadzono ankietę telefoniczną wśród 608 firm. Zebrany materiał został poddany analizie statystycznej z wykorzystaniem technik uczenia maszynowego (analizy asocjacji/koszykowej). Wyniki: najlepiej i najgorzej gospodarujące przedsiębiorstwa osiągnęły niskie lub średnie poziomy wskaźników wskazujących na sukces wdrożenia technologii CRM. Obie grupy przedsiębiorstw nie różnią się w sposób zasadniczy w zakresie wykorzystania technologii CRM w praktyce biznesowej. Stąd też, nie potwierdzono istotnego wpływu technologii CRM na osiąganie przez przedsiębiorstwa stabilnej przewagi konkurencyjnej. Ograniczenia/implikacje badawcze: projekt badawczy zrealizowano wśród przedsiębiorstw zarejestrowanych w Polsce. Powtórzenie badania na innych rynkach zwiększyłoby prawdopodobieństwo, że przedstawione wyniki mają uniwersalny charakter. Przedmiotem badania była jedna z technologii informatycznych określanych wspólną nazwą technologii przemysłu 4.0. Przeprowadzenie procedury badawczej z uwzględnieniem innych technologii wchodzących w skład tej grupy, ukazałoby szerzej rolę rewolucji przemysłowej 4.0 i trudności w implementacji oferowanych przez nią technologii. Oryginalność/wartość: przyjęto założenie, że na wyniki dotychczasowych, niejednoznacznych badań w zakresie wpływu technologii CRM na osiąganie przez przedsiębiorstwa trwałej przewagi konkurencyjnej wpływ ma błąd metodyczny, w postaci mieszania w operacie badawczym firm odnoszących sukcesy rynkowe i firm gospodarujących z mniejszym powodzeniem. Postawiono hipotezę, że technologie CRM istotnie wpływają na osiąganie przewagi konkurencyjnej tylko przez firmy najlepsze, które potrafią umiejętnie wykorzystać ich potencjał. Hipotezę tę zweryfikowano negatywnie.

EN

Purpose: To validate the impact of Customer Relationship Management (CRM) technologies on stable competitive advantage of companies. Confronting the existing ambiguous research. Design/methodology/approach: In step one, 757 publications were verified in a systematic literature review to establish precise CRM technology implementation success indicators. In step two, phone surveys were conducted with 608 corporate respondents to link CRM technology implementation success indicators with stable competitive advantage. Step three involved statistical inference applying machine-learning powered association rules/basket analysis. Findings: The best and the worst-performing companies simultaneously reported only low to moderate levels of CRM technology implementation success indicators. Both groups of companies do not differ significantly as far as CRM technology applications are concerned. Hence, direct impact of CRM technology on achieving stable competitive advantage was negatively validated. Research limitations/implications: Spatial positioning of this research in the Polish market demands studies in other markets to ensure the generality of findings. Research on CRM technology does not embrace other industry 4.0 technologies. Studies dealing with other technologies would shed more light on the overall role of the industry 4.0 revolution and the constraints in implementing new technologies. Originality/value: The research supposed that the ambiguity in existing research is caused by the methodical mistake: mixing the best and the worst-performing companies in one research survey. A hypothesis was established stating that the CRM technologies will only significantly impact stable competitive advantage of the best performing firms that have the competence to exploit their potential. This hypothesis was negatively verified.

Keywords

EN

CRM; industry 4.0; sustainable competitive advantage

PL

CRM; przemysł 4.0; stabilna przewaga konkurencyjna

• Publisher: Uniwersytet Warszawski. Wydział Nauk Ekonomicznych
• Journal: Problemy Zarządzania
• Year: 2022
• Volume: 20
• Issue: 3(97)
• Pages: 127-147

Dates

published

2022

Contributors

author

Bartosz Deszczyński

• Poznan University of Economics and Business, Poland

• https://orcid.org/0000000167987952

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Identifiers

DOI

10.7172/1644-9584.97.7

Biblioteka Nauki

16530147